The purpose of literature,
according to
the Romantics, is to
teach us how to live.
Tom Tierney and
Joel L. Fleishman’s
book, Give Smart, aims to teach us how to
give. Their contribution adds to a growing
guidance curriculum for philanthropy, including
books by Bill Clinton, Paul Brest,
Hal Harvey, Charles Bronfman, and Jeff
Solomon—with more in the pipeline. But
do we need to be taught how to “give
smart”? Can we be taught to “give smart”?

After all, we are living in a new golden
era of giving, with more and more wealth
holders committed to using their resources
to change the world. And world-changing
social innovations are supposedly abundant.
Some believe that all we need is a system to
connect the supply to the solutions. Since
biology now suggests that we’re hardwired
for generosity, success is inevitable. The reality,
of course, is not so simple.

Ironically, mounting expectations of the
wealthy inhibit philanthropy. The seriously
rich and famous face remarkable social
pressure these days to be bold, decisive experts
on complex issues—not just to fund
solutions, but also to find solutions. At
Rockefeller Philanthropy Advisors, we see
would-be donors who feel compelled to
plunge into an issue—any issue—just to respond
to demands. At the other extreme,
we meet donors who are paralyzed as they
seek the perfect program with the perfect
solution. Similarly, the conviction that philanthropy
is the natural act of a good person
can also create barriers. If philanthropy
is innate, then someone who seeks help
must not be naturally good. Finally, for
many wealth holders, philanthropy can become
another form of consumption—or
entertainment. The ultra-wealthy are, to state the obvious, ultra-empowered. Few
are in a position to challenge them; rather,
it’s their job to encourage and enable. All in
all, there’s too little real thinking going on.

So credible books that encourage potential
donors to step out of their external
and internal pressure cookers, and into
serious thinking, are indeed important
and useful. Tierney and Fleishman have
written such a book. Combining Tierney’s
expertise in consulting with Joel’s expertise
as a foundation head, professor,
and trusted counselor,
Give Smart offers potential donors
a way to think about—and
then act on—philanthropy. One
important way that Give Smart
promotes this kind of thinking
is through its structure: The
book is organized around half a
dozen serious questions, not answers. The authors repeatedly stress that donors will answer key questions
differently and will need to spend
time reaching conclusions.

The six questions—all remarkably simple
on the surface and complex upon contemplation—are: What are my values and
beliefs? What is “success” and how can it
be achieved? What am I accountable for?
What will it take to get the job done? How
do I work with grantees? Am I getting better?
There is also a helpful checklist at the
back of the book that provides progress indicators
for each question.

Give Smart is especially powerful in
three areas. First is its comfort with the
paradox that philanthropy at its best is
both visceral and analytical. Tierney and
Fleishman are clear that philanthropy begins
with values and beliefs, and that research,
evidence, and strategy must be
built onto that framework.

Second, the authors are direct about
what’s realistic. Through a series of examples
as well as sound advice, they make it
clear that there is no magic grant, there is
work involved in making progress, and
“success” does not mean “problem solved.”

Third, and perhaps most important, the
authors devote considerable space to the
relationship between the donor and the
nonprofit. Here they are highly prescriptive.
They speak frankly and bluntly about
the donor-grantee power imbalance and
the dangers of the super-empowered imposing
their own conclusions, criteria, and
calculations. They address the false idol of
low overhead costs persuasively.

Tierney and Fleishman speak directly
and clearly to an implied audience of very
wealthy donors, with both respect and candor.
streams—but the authors don’t hammer
home the lesson that the big bucks aren’t
always in philanthropy.

Give Smart admirably asks a donor to
think about accountability, but the chapter
on this subject focuses on what the donor
wishes to commit, with self-accountability
the dominant theme. As the authors note,
external accountability is virtually nonexistent.
But that doesn’t mean donors
shouldn’t think more about what it means
to be a steward for the public good.

Finally, Tierney and Fleishman could
have done more to address directly the
forces that tug at the ultra-wealthy. In addition
to the pressures mentioned above to
act quickly, boldly, and confidently in giving,
wealth holders embarking on serious
philanthropy must often confront conflicting
family expectations as well as pressure
from peers and colleagues. Tierney and
Fleishman focus, by choice, on philanthropy
through the lens of a major initiative,
but most donors are balancing a portfolio
of causes, interests, and constituents.
That’s often the third rail of philanthropy,
and it absorbs an enormous amount of donors’
time and energy. But perhaps that’s a
topic for another book.

Melissa A. Berman is president of Rockefeller
Philanthropy Advisors. She also serves as a director of
the Foundation Center and as an adjunct professor at
Columbia Business School.